KNOWLEDGE
MANAGEMENT
WHAT IS IT?
UNITAR Presentation
Mike Koenig
Long Island University
College of Information and Computer Science Brookville, N.Y.
[email protected] 14 June 2006
Classic KM Definitions
(with their focus on internal information)
• Ruggles, 1998
Knowledge management is a newly emerging interdisciplinary business model dealing with all aspects of knowledge within the context of the firm, including knowledge creation, codification,
sharing, learning, and innovation. Some aspects of this process are facilitated with information technologies, but knowledge
management is to a greater degree, about organizational culture and practices.
• Gartner Group, 1998
A discipline that promotes an integrated approach to
identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets. These assets may include
databases, documents, policies, procedures, and previously uncaptured expertise and experience in individual workers.
Another Definition of KM
• Researchers are the quintessential knowledge workers.
• Increasingly business is composed of knowledge workers.
• KM is the movement to create in the business environment at large, the
environment known to be conducive to successful research.
RICH DEEP OPEN
COMMUNICATIONS
• In a study (Koenig, 1992) of the research winners and losers among two dozen major pharmaceutical companies, the single best correlation with research success was that researchers in the most successful
companies perceived their own organization as placing less emphasis on confidentiality and the protection of proprietary information than did other companies in the industry.
THE DEVELOPMENT OF KM
The Stages of KM to date
STAGE I
“ by the Internet out of Intellectual Capital” Information Technology
Intellectual Capital
The Internet (including intranets, extranets, etc.) Key Phrases: “best practices”, later replaced by the more politic “lessons learned”
The Stages of KM to date
STAGE II
Human and cultural dimensions, the HR, Human Relations ,stage Communities of Practice
Organizational Culture
The Learning Organization (Senge), and
Tacit Knowledge (Nonaka) incorporated into KM
The Stages of KM to date
• Stage III
Content and Retrievability
Structuring content and assigning descriptors (index terms)
Library Science 101
Key Phrases: content management, meta data, and taxonomies
STAGE 4 ?
KM
ANDCONTEXT
• One clear aspect of this emphasis upon context is the recognition that KM extends to knowledge beyond and outside the organization. KM traditionally almost entirely emphasized just an organization’s internal knowledge. The classic one line illustration of what is addressed by KM has been the mantra of “if only Texas Instruments knew what Texas Instruments knew”.
• Another dimension of this emphasis is the realization of the necessity to understand the context of the user and the potential user.
• Yet another dimension is the understanding that for the user to have confidence in the information or knowledge provided, the user must also be made aware of the
WHAT ARE THE COMPONENTS
OF A KM SYSTEM ?
• PORTALS, COMBINING:
• ACCESS TO EXTERNAL INFORMATION, AND
• ELECTRONIC CONTENT MANAGEMENT • COMMUNITIES OF PRACTICE
• BEST PRACTICES / LESSONS LEARNED
• YELLOW PAGES (DIRECTORIES OF WHO KNOWS WHAT)
• EDUCATION AND TRAINING
IS KM ANOTHER BUSINESS
FAD ?
• I DON’T THINK SO. • Why Not ?
KNOWLEDGE MANAGEMENT
GROWTH - TO 2005
Knowledge Management 1991-2005 0 100 200 300 400 500 600 700 800 900 1000 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 A rti cl e C ountPonzi & Koenig 2002 paper
TOTAL QUALITY MANAGEMENT
– Life Cycle
BUSINESS PROCESS
REENGINEERING
ANOTHER WAY OF THINKING
ABOUT KM
THE METAPHOR OF THE FOREST AND THE TREES
AS IN “He can’t see the forest for the trees.” KM as the name for the forest of all the information and information management
•Enterprise Content Management •Supply Chain Management •Customer Relationship
Management •E-Business
•Enterprise Resource Planning •Information Driven Marketing •Knowledge Management and
Intellectual Capital
•Data Warehousing/ Data Mining •Core Competencies
•Business Process Re-Engineering •Hierarchies to Markets
•Competitive Intelligence •TQM and Benchmarking •I.T. and Organizational Structure •Information Resource
Management
•Enterprise-Wide Information Analysis
•MIS to DSS and External Information
•I.T. as Competitive Advantage •Managing the Archipelago •Information Systems Stage
Hypotheses •Decision Analysis
•Data Driven Systems Design •I.T. and Productivity
•Minimization of Unallocated
Information Management is Important and Demands Top Management Attention and Involvement
Information Management is Important and Demands Top Management Attention and Involvement
As Information Systems Mature, the Emphasis Shifts from the T, Technology, to the I, Information
As Information Systems Mature, the Emphasis Shifts from the T, Technology, to the I, Information INFORMATION DRIVEN MANAGEMENT KM INFORMATION DRIVEN MANAGEMENT KM
Releasing the Shackles of Print-on-Paper
Technology
Releasing the Shackles of Print-on-Paper
Technology
External Information - the Librarian's Domain-is Important and its Importance is often Overlooked
External Information - the Librarian's Domain-is Important and its Importance is often Overlooked
MACRO THEMES
• Information Management is Important and Demands
Top Management Attention and Involvement • As Information Systems Mature, the Emphasis Shifts
from the T, Technology, to the I, Information
• External Information the Librarian's Domain
-is Important and its Importance -is often Overlooked • Releasing the Shackles of Print-on-Paper
INFORMATION DRIVEN
MANAGEMENT - 1
• Managing The Archipelago
• Information Systems Stage Hypotheses • Decision Analysis
• Data Driven Systems Design • I.T. and Productivity
INFORMATION DRIVEN
MANAGEMENT - 2
• TQM and Benchmarking
• I.T. and Organizational Structure
• Information Resource Management
• Enterprise-Wide Information Analysis • MIS to DSS and External Information • I.T. as Competitive Advantage
INFORMATION DRIVEN
MANAGEMENT - 3
• Knowledge Management and Intellectual Capital
• Data Warehousing/ Data Mining • Core Competencies
• Business Process Re-Engineering • Hierarchies to Markets
INFORMATION DRIVEN
MANAGEMENT - 4
• Enterprise Content Management • Supply Chain Management
• Customer Relationship Management • E-Business
• Enterprise Resource Planning • Information Driven Marketing
SALIENT ISSUES
• SECURITY AND ACCESS
• TRAINING AND USER EDUCATION • HOUSEKEEPING INTEGRATION
SECURITY AND ACCESS
• NOT QUITE SO CRUCIAL FOR
GOVERNMENTS AND NGOS AS FOR
BUSINESS
TRAINING AND USER
EDUCATION
• PROBABLY THE MOST
UNDER-APPRECIATED KEY TO THE SUCCESS OF KM IMPLEMENTATIONS
KPMG STUDY - Why KM benefits
did not materialize
• The Question was: “Why do you think the benefits failed to materialize?”
1. Lack of user uptake due to insufficient communication 2. Everyday use did not integrate into normal working practice 3. Lack of time to learn/system too complicated
4. Lack of training
5. User could not see personal benefits 6. Senior management was not behind it 7. Unsuccessful due to technical problems
20% 19% 18% 15% 13% 7% 7%
KPMG STUDY – Reanalyzed
1. Inadequate training and user education 2. Everyday use did not integrate
into working practice
5. User could not see personal benefits 6. Senior management was not behind it 7. Unsuccessful due to technical problems
53% 19%
13% 7%
HOUSEKEEPING INTEGRATION
(PUTTING THE PIECES
TOGETHER)
• EVERYONE AND THEIR BROTHER
WILL TELL YOU THAT THEIR PRODUCT IS A KM PRODUCT
HOUSEKEEPING INTEGRATION
ECM
(Enterprise Content Management) • Document Management• Web Content Management
• Records and Retention Management • Digital assets Management
• Collaboration Management
HOUSEKEEPING INTEGRATION
ILS
(Integrated Library Systems)• OPACS (Online Public Access Catalogs) • Link Resolvers
• Federated Search
• Electronic Resources Management • Digital Collections Management
Contact Information
Michael Koenig
College of Information and Computer Science
Long Island University 720 Northern Blvd.
Brookville, NY, 11548 USA